Showing papers on "Management styles published in 2001"
TL;DR: This article found that female accountants are more likely than males to indicate that they use an interactive style of management called transformational leadership, which is correlated with several management skills associated with success.
Abstract: The results of this study suggest that self‐reported leadership styles of female accountants differ somewhat from the leadership styles reported by male accountants. Females are more likely than males to indicate that they use an interactive style of management called transformational leadership. This leadership style was found to be correlated with several management skills associated with success. Female accountants reported somewhat higher perceived effectiveness on two of these management skills: coaching and developing and communicating. The findings also suggest that female accountants receive more developmental opportunities than do their male colleagues.
321 citations
TL;DR: In this paper, the authors focus on five management fads of the late 20th century, each one representative of a management trend of a specific decade: MBO (1950s), sensitivity training (1960s), quality circles (1970s), total quality management (1980s), and self-managed or self-directed teams (1990s).
Abstract: Executive Overview Management fads often get a lot of attention. Should managers be concerned about the latest management fad, or is it just a waste of time?1 Considerable interest has been shown in the literature about management fads and fashions. Journal and newspaper articles abound,2 and professional books have been written on the subject.3 Unlike many literature-based, academic concepts, these fads and fashions are well known by practicing managers. This article focuses on five management fads of the late 20th century, each one representative of a management trend of a specific decade: MBO (1950s), sensitivity training (1960s), quality circles (1970s), total quality management (1980s), and self-managed or self-directed teams (1990s). In each case, this article explores the origin of the fad through its evolution into mainstream management practice. Further, each fad is examined to determine relevance to current management practice. The article offers practical guidelines for managers regarding which...
175 citations
TL;DR: In this paper, the authors present a more nuanced understanding of the complex and contradictory ways that men interact with other men in the workplace (e.g., peers, subordinates, and superiors), unpicking the dominant or hegemonic view of male managers as rational.
76 citations
TL;DR: In this article, the authors argue that the convergence of patriarchal interests with business interests ultimately determines what style is valued, and that business function is the most important influence on management style.
Abstract: There has been much debate as to whether women manage differently from men and whether this may constitute a reason for women's lack of progress to the top echelons of organizations (Tanton 1994; Coyle 1993; Still 1994; Wajcman 1998). This article locates the sameness/difference debate in a wider analysis of management styles, with particular attention paid to the business function. It is also suggested that any debate on styles must take place within a feminist theoretical framework which acknowledges inequalities of power, economic and patriarchal interests. Management skills are socially constructed (Phillips and Taylor 1980) and change according to social and economic conditions. The article shows that business function is the most important influence on management style. The author contends, like others, that even in times of great change, men seem to be able to hold on to the most powerful positions in organizations (Cockburn 1986; Savage and Witz 1992; Collinson et al. 1990). The convergence of patriarchal interests with business interests ultimately determines what style is valued. The much vaunted feminization of management (Rosener 1990) does not mean that more women are to be found in senior positions in organizations. Nor do large numbers of women managers necessarily lead to a more feminized management style (Kanter 1977). Stereotypes of women still act against their acceptance into positions of power while men's ability to adopt some of traditionally feminine skills of communication means that women's supposed advantage (Rosener 1990) may have been leapfrogged.
71 citations
Journal Article•
60 citations
TL;DR: In this paper, the authors investigated employee perceptions of, and preferences for, management practices within a five-star, medium-sized hotel and found that hotel managers have become more consultative.
37 citations
TL;DR: In this paper, the authors compared male and female owned and managed SMEs and the impact of gender on the organisational learning taking place in these firms, and found that communication needed for organizational learning is facilitated by female management processes even when the women involved have adopted ’'male' management role models due to pressures within their business sector.
Abstract: The study compared male and female owned and managed SMEs and the impact of gender on the organisational learning taking place in these firms. This explores how the learning process is managed and developed, which staff are drawn into the process and how the organisational memory is developed within female and male run organisations. The managers described their own management style and these views were compared with those of their staff. In the process, patterns of internal communication were identified within female managed firms which aid organisational learning; which were not found within male‐run firms. As a result it is argued that communication needed for organisational learning is facilitated by female management processes even when the women involved have adopted ’‘male” management role models due to pressures within their business sector, while external links and networking need to be developed to aid success in these organisations.
36 citations
TL;DR: In this paper, the authors present the findings of research into leadership and management of secondary education using configuration theory, based on data from almost 100 secondary schools (school leaders and department heads), three different styles of management are distinguished.
Abstract: This paper presents the findings of research into leadership and management of secondary education using configuration theory. Based on data from almost 100 secondary schools (school leaders and department heads), three different styles of management are distinguished. These leadership or management styles are based on the extent to which school leaders and departments heads make use of a set of six coordination mechanisms based on Mintzberg's configuration theory. Multilevel analysis has been used to determine the extent to which these leaderships styles affect student performance. Results show that one leadership style fits the definition of an effective type of management. In schools with such a leadership style, students reach higher achievement levels in mathematics than students in the other schools.
34 citations
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TL;DR: The current world of higher education is different from the one most of us entered at the beginning of our careers as discussed by the authors. Instead of copying the leadership styles of our predecessors and mentors, we must create and implement new designs for organizing our institutions and educating the higher education student of today.
Abstract: The current world of higher education is different from the one most of us entered at the beginning of our careers. Instead of copying the leadership styles of our predecessors and mentors, we must create and implement new designs for organizing our institutions and educating the higher education student of today. Never before has our society been so in need of affordable, accessible, quality higher education. Yet, never before have we been so in danger of failing to achieve the change. I believe it is up to women leaders in community colleges to dare to make the drastic changes in organization, leadership and management styles, instructional delivery, use of technology, and student services needed to move us to new and more effective institutions. W omen are not so bound by tradition nor enamored with power and the trappings of office; they are outcome-oriented and very caring. In short, they are "can do" people, who take on challenges others shun. The cultural training of women has encouraged them to us...
33 citations
TL;DR: The major findings of this research project are presented, and the best practices for performance excellence in the NHS Trusts in the specific areas of management style and structure are discussed.
Abstract: The National Health Service (NHS) in the UK has witnessed a plethora of changes during the last two decades and although a lot of work has been done in the area of clinical outcomes and effectiveness, very little has been undertaken in the area of managerial effectiveness. The European Centre for Total Quality Management has conducted a research project involving NHS Trusts throughout England and Wales to determine whether organizational effectiveness is a result of management processes, people, or a combination of both. The project included a survey of NHS Trusts based on a self-assessment questionnaire which assessed 10 key areas: strategic development, business planning, marketing and communications, interagency partnerships, performance management, financial management, corporate governance strategy, clinical effectiveness development, activity/demand management and corporate governance. An Organizational Effectiveness model was then developed to ‘audit’ the responses to the questionnaires and ‘drill ...
28 citations
TL;DR: In this article, Australian managers' preferences for situational leadership styles and perceived effectiveness were compared, using both self and other ratings on Blanchard's latest model, and found that supervisors and senior/middle managers preferred supportive styles, and avoided delegating and directing.
Abstract: Australian managers’ preferences for situational leadership styles and perceived effectiveness were compared, using both “self” and “other” ratings on Blanchard’s latest model. Overall, supervisors and senior/middle managers preferred supportive styles, and avoided delegating and directing. However, they rated themselves as significantly more supportive and less directive than “other” raters indicated. Approximately 50 percent of the sample was able to use more than one style, suggesting that preferences for supportive styles were not simply due to ignorance of alternatives. Subordinates did not consider their managers’ focus on supportive preferences effective (using Blanchard’s definition of effectiveness). Comparison of subordinates’ effectiveness scores awarded to the 50 most effective and 50 least effective managers, found agreement between managers and subordinates only in the effective group. In the low‐effectiveness group, managers and subordinates displayed little agreement on the managers’ effectiveness. Implications of the findings, limitations of the study and suggestions for further research are discussed.
TL;DR: A study of management practices in India, Mexico, Poland, and the United States, in which researchers examined important aspects of the relationship between culture and management practices was conducted as discussed by the authors.
Abstract: The article discusses a study of management practices in India, Mexico, Poland, and the United States, in which researchers examined important aspects of the relationship between culture and management practices. The researchers believe that the management practices of empowerment and continuous improvement may be particularly sensitive to practice-culture fit. The data for the study were collected from employees of a U.S.-based multinational company specializing in light manufacturing. The practice of empowerment was initially expected to be received better within cultures endorsing individual equality. The author concludes that the management practices of empowerment and continuous improvement have several desirable consequences for organizations.
TL;DR: In this paper, the experiences of women school principals in their mid-career stage and explores what happens to women principals' managerial styles after several years in the career, and whether the managerial styles change or stay consistent throughout the career.
Abstract: The current article outlines the experiences of women school principals in their mid-career stage and explores what happens to women principals' managerial styles after several years in the career, and whether the managerial styles change or stay consistent throughout the career. Through the inductive analysis of life stories data, the study revealed that 13 women principals experienced cross-gender transition in relation to their managerial styles, whereas 12 did not change their managerial styles at all. The results show that women principals may undergo a change from 'masculine' to 'feminine' managerial styles or vice versa in their mid-career change. The practical implications of our results are discussed in the article.
TL;DR: In this article, the authors draw on their study over the past three years of companies that introduced numerous successful new strategies and compare them to less innovative peers, finding that successful innovators used five distinct management styles, often at odds with each other, but with internally consistent routines.
TL;DR: In this paper, a case study in construction project management for a typical family-run building firm in Singapore is presented, showing that the style of management in Asian countries can also be explained and described using contemporary management theories from the West.
Abstract: The Asian financial crisis snowballed in July 1997 following the devaluation of the Thai baht. This triggered off a chain reaction which led to similar crises in many countries in Asia, including Singapore. One of the arguments put forward to explain the financial crisis in Asia relates to the Asian style of management, which purportedly includes kinsmanship and guanxi or family connections. But is this really the case? Is the Asian management style significantly different from the Western style of management? It is shown that the style of management in Asian countries can also be explained and described using contemporary management theories from the West. This is achieved through a case study in construction project management for a typical family‐run building firm in Singapore. Field observations on the construction site suggest that the style of management in Asia can be related to modern management theories from the West.
01 Jan 2001
TL;DR: This paper reported the results of a qualitative analysis of female entrepreneurs' accounts of their role in their organizations using Relational Theory as the analytical frame, finding that women used a relational approach in working with employees and clients.
Abstract: This paper reports the results of a qualitative analysis of female entrepreneurs? accounts of their role in their organizations using Relational Theory as the analytical frame. Content analysis of focus group comments indicated that the women used a relational approach in working with employees and clients. Relational skills included preserving, mutual empowering, achieving, and creating team. Findings demonstrate that Relational Theory is a useful frame for identifying and explicating women entrepreneurs? interactive style in their own businesses. Implications and future directions for research are discussed.
TL;DR: It is argued that the intimate relationship between computer architecture and software has produced a professional mindset that is unsuited to the newer, knowledge-based business paradigms and that Management Information Systems Curricula need to be revised to provide students with exposure to and practice in a variety of thinking styles.
Abstract: We argue that the intimate relationship between computer architecture and software has produced a professional mindset that is unsuited to the newer, knowledge-based business paradigms. Major software projects are ending in failure or do not yield their maximum potential and we suggest reasons why this is the case. In conclusion, we propose that Management Information Systems Curricula need to be revised to provide students with exposure to and practice in a variety of thinking styles. Organisations must change their structures and management styles if they are serious about managing knowledge. In making our case we briefly review the development of information systems as a discipline and the role of methodologies in the articulation of its paradigm. We end our paper with suggestions for future research.
Posted Content•
TL;DR: The success of western business in Asia Pacific region depends to a large degree on the capacity of western firms to learn new approaches to doing business in the region and to adopt new styles of management practice, business operations, and strategy as discussed by the authors.
Abstract: The success of western business in the Asia Pacific region depends to a large degree on the capacity of western firms to learn new approaches to doing business in the region and to adopt new styles of management practice, business operations, and strategy. Business in Asia Pacific seeks to address this need by providing a useful insight into the international business opportunities and a guide to strategic management, decision-making, and business operations in the region in the wake of the economic crisis of 1997. El Kahal brings together an account of the Asia Pacific business environment with an analysis of management styles and decision-making techniques. The book begins with an analysis of the Asian economic miracle and of the crisis of the late 1990s, including a country by country review of all the region's major economies in the aftermath of the crisis. Part II then goes on to investigate the socio-cultural bases of the Asia Pacific management environment, focusing in particular on the cases of Japan, South Korea, and China. This is followed by an analysis of post-crisis strategies for companies doing business in Asia Pacific and of the most effective ways of establishing markets in the region. The book concludes with an entire section of detailed case studies illustrating the experiences of a number of major multinationals in doing business in the region, including Daewoo, Wal-Mart, Nike, Land Rover, and Samsung. Using a variety of learning aids, including case materials, end of chapter review questions, and group project materials, Business in Asia Pacific helps the student to take a more active approach to studying this popular and important topic and as such will be invaluable reading for all students of business and management with an interest in this fast-growing region of the world economy.
TL;DR: A critical appraisal of the research relating to the sources of stress and stress reactions experienced by women managers is presented, raising a number of questions for which there are currently no answers.
Abstract: Aims to present a critical appraisal of the research relating to the sources of stress and stress reactions experienced by women managers. Considers the available data and level of understanding, and the assumptions that traditional approaches have been based upon. Presents conflicting findings and considers the implications of such results. Offers an overview of the current knowledge pertaining to women and managerial stress, raising a number of questions for which there are currently no answers.
TL;DR: In this paper, the authors investigate how Japanese management styles have changed since the recent economic recession, and how present management style has impacted public relations practice in Japan, finding that current public relations practices in Japan align more closely with mixed models of public relations practiced in Western societies.
01 Jan 2001
TL;DR: In this paper, the authors examined the relationship between students' performance in a virtual course and three factors: thinking style, gender, and prior experience in information and communications technology (ICT).
Abstract: This study examines the relationship between students' performance in a virtual course and three factors: thinking style, gender, and prior experience in information and communications technology (ICT). The research focused on three categories of dependent variables: the use of communication channels (electronic mail, bulletin boards, forums, and surveys); scholastic performance (measured by grades, successful Web searches, and completion of assignments), and the students' attitudes and level of satisfaction (extrapolated from questionnaires). Independent variables included the student's thinking styles (according to Sternberg's classification), gender, and ICT experience. Subjects consisted of 110 eighth and ninth graders who were enrolled in a three-month virtual course on the retrieval and use of on-line information (see the virtual school's site, in Hebrew, at http://aviv.org.il/info/home.htm ). Learners with the "liberal" thinking style clearly outperformed the other students in the course. The results of the research suggest that virtual courses provide opportunities for different kinds of learners, though such opportunities may be greater for some kinds of learners than for others.
TL;DR: In this paper, the authors reviewed various styles of management that are commonly employed for managing team-based programs and projects in many manufacturing industries and analyzed the characteristics of each style with respect to the needs for decomposing the goals into smaller chunks in a teambased organization or in a program.
Abstract: The paper reviews various styles of management that are commonly employed for managing team-based programs and projects in many manufacturing industries. It analyzes the characteristics of each style with respect to the needs for decomposing the goals into smaller chunks in a team-based organization or in a program. Three styles of management were considered at Electronic Data Systems (EDS) for this analysis. Based on the experiences of applying each style during various team-based programs at EDS, Ford Motor Company, General Motors, and Unigraphics Solutions accounts and from the varying degree of success achieved then, the paper points out which management style is well suited for managing this decomposed set of goals and why. It then analyzes which style is best suited for managing a team-based organization. As W. Edward Deming said in his book The New Economics, setting a particular numerical goal accomplishes nothing. Setting a method to achieve a common set of consistent goals is important. Clear and consistent set of decomposed goals provides a `constancy-of-purpose.' Without a common subset of consistent goals identified for each concurrent team (decomposed from its original sets), the product development teams do not know what is expected from each other and how to accomplish the tasks concurrently. Finally, the paper discusses why a management style, which is based on a set of constancy-of-purpose (governing) principles, is considered superior for managing a team-based organization.
TL;DR: The authors investigates the relational nature of globalization between Japan and Britain, and addresses Japanization in this context, defined as Japanese influence on UK management styles, particularly in the area of production management.
Abstract: This article investigates the relational nature of globalization between Japan and Britain, and addresses Japanization in this context. Japanization, defined as Japanese influence on UK management styles (particularly in the area of production management), will be examined through three case studieswhich illustrate the context of Japanization in terms of the convergence of British management towards human resource management (HRM). Hallmarks of Japanization are methods and techniques of production management which overlap with those of HRM. It is also significant that the diffusion of Japanization and HRM in Britain took place concurrently, leading to the conclusion that Japanization and HRM represent a synergistic relationship of managerial strategy, on the one hand, offering suitable conditions for Japanization, and, on the other, the enhanced diffusion of HRM in Britain through Japanization. This paper also examines how British academics have reflected Japanization in their research. In this way, it is...
TL;DR: In this article, the effect of feminist self-definition and gender in explaining differences in democratic attitudes of managers was investigated. But the only consistent gender difference in management style reported in the literature is the more democratic style of women Democratic leadership is a cornerstone of the feminist approach.
Abstract: The only consistent gender difference in management style reported in the literature is the more democratic style of women Democratic leadership is a cornerstone of the feminist approach In the current exploratory study we aimed to differentiate between the effect of feminist self-definition and gender in explaining differences in democratic attitudes of managers Israeli male (43) and female (28) managers were questioned about their managerial attitudes and whether they are feminist or non-feminist Results suggest that a surprisingly high number of both male and female managers defined themselves as feminist Furthermore, feminist self- definition was found to explain several democratic managerial attitudes better than gender
TL;DR: A comparison of selected management styles in these two countries with regard to planning, organizing, motivating, and controlling, as these companies attempt to become more competitive in the world economy is presented in this paper.
Abstract: Mexico and Peru are both striving for economic development, and in doing so, they are trying to use management styles that will achieve their goals. This study is a comparison of selected management styles in these two countries with regard to planning, organizing, motivating, and controlling, as these companies attempt to become more competitive in the world economy.
01 Jan 2001
TL;DR: The question "What makes a manager effective" remains largely unanswered, despite numerous studies of managerial behavior, management styles and managerial effectiveness as discussed by the authors, despite the fact that many studies have shown what managers do and how they do things, but the effectiveness of these actions is still elusive.
Abstract: Organizations need managers who are able to contribute significantly to the attainment of organizational goals. It is therefore necessary for organizations to select, train, develop and promote people who will be able to make such a contribution. The question “what makes a manager effective” remains largely unanswered, despite numerous studies of managerial behavior, management styles and managerial effectiveness. Such studies have shown us what managers do and how they do things, but the effectiveness of these actions is still elusive. Important conclusions from these studies are firstly that situational factors are generally considered important in determining effectiveness. Secondly, effective managers have a broad repertoire of behaviors at their disposal. Finally, effective managers use situational factors to determine which behavior is appropriate in a particular setting. These conclusions, however, do not give an insight into the covert processes behind effective managerial behavior. In other words, we are interested in the creative decision making process leading to a behavioral choice. In order to learn what makes a manager effective, we would like to know why managers do things the way they do. An analysis of this type of managerial decision making will lead to enhanced insight into the effectiveness of managerial behavior and to recommendations for researchers and practitioners regarding the selection and development of managers.
TL;DR: In this paper, a case study in construction project management for a typical family-run building firm in Singapore was conducted to discover whether the Asian management style is significantly different from the western style of management.
Abstract: The Asian financial crisis snowballed in July 1997 following the devaluation of the Thai Baht. This triggered off a chain reaction which led to similar crises in many countries in Asia, including Singapore. One of the arguments that has been put forward to explain the financial crisis in Asia relates to the Asian style of management, which purportedly includes kinsmanship and guanxi or family connections. This paper seeks to discover whether the Asian management style is significantly different from the western style of management. This is achieved through a case study in construction project management for a typical family‐run building firm in Singapore. Field observations on the construction site suggest that the style of management in Asia can be related to modern management theories from the West.
Posted Content•
TL;DR: In this paper, the authors explored the conflict management styles used by auditors when resolving disputes with clients concerning financial statement issues and found that partners are more likely than managers to use more assertive styles of conflict management.
Abstract: This study explores the conflict management styles used by auditors when resolving disputes with clients concerning financial statement issues. Rahim?s (1983a) ROCI-II conflict management instrument was used to establish both the styles generally used and also those used in a scenario concerning possible inventory obsolescence. Size of the client and the strength of its corporate governance mechanisms were manipulated in the scenario. It was found that auditors indicate that they primarily use the integrating style to resolve disputes. The compromising and dominating styles are used to a lesser extent while the obliging and avoiding styles are rarely used. Partners are more likely than managers to use more assertive styles of conflict management. The size of the client and the strength of corporate governance mechanisms in place have a significant but relatively minor impact on the choice of styles. The study also identifies the parties whom the auditor would expect to help resolve the dispute. It was found that, when resolving a dispute with the client?s chief financial officer, the audit committee is perceived to give the most assistance, followed by the chief executive officer.
24 Mar 2001
TL;DR: In this article, the authors examined the implementation of responsibility center management (RCM) systems in two institutions of higher education: the Graduate School of Business at Institution and the Center of Collaborative Education and Professional Studies at Institution B. Their interview responses were subjected to content analysis.
Abstract: This study examined the implementation of Responsibility Center Management (RCM) systems in two institutions of higher education: the Graduate School of Business at Institution and the Center of Collaborative Education and Professional Studies at Institution B. RCM is a management and budgeting process for universities that decentralizes authority and responsibility to academic and support centers. Twelve interviews were conducted with one provost and one Chief Financial Officer from each institution and one dean and three faculty members from each school. Their interview responses were subjected to content analysis. All the administrators at each institution were strongly in favor of RCM, which they regarded as a method of continuing strong central guidelines while decentralizing operations, increasing understanding and awareness of costs, and enabling deans to manage income and expenditures better at their schools and centers. Faculty members praised the decentralization and rationality of RCM, but five of the six voiced concerns about the dean's accountability and their individual management styles. There was consensus on both campuses that RCM was more flexible and more rational than traditional fiscal management. Two senior faculty and the six administrators thought that RCM increased information flow and expanded the number of participants in the decision making process. Four of six faculty members thought that academic quality might be hurt because of financially motivated decisions. Faculty members were aware of the difficulties in achieving a proper balance in RCM. Overall, respondents did not advocate RSM as a panacea, but they did consider it an effective planning tool. (Contains 19 references.) (SLD) PERMISSION TO REPRODUCE AND DISSEMINATE THIS MATERIAL HAS BEEN GRANTED BY TO THE EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) 1 U.S. DEPARTMENT OF EDUCATION Office of Educational Research and Improvement EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) ffle